Roman-Viñas Ramón
Departament de Salut, Generalitat de Catalunya, Barcelona, España.
Med Clin (Barc). 2010 Feb;134 Suppl 1:39-44. doi: 10.1016/S0025-7753(10)70008-7.
In this work some of the fundamentals of change management techniques to ensure the introduction of information and communication technologies in health organizations are analized. Managing change is aimed at redirecting the impact of any transformation process in the organizations towards a positive attitude and enthusiasm of those involved. That is, this paper analyzes the most important of all factors that must be managed in any project for change: the human factor. If a proper change management is a critical success factor in implementing new processes and systems of information and communication technologies (ICT) in an organization, when we faced with the introduction of new processes and interoperability systems between different organizations, cooperation, leadership and motivation of individuals focused on a common goal is absolutely imperative. This is the case of the new ICT systems being introduced in the Catalan Health System. Indeed, by definition of the model itself, in Catalonia, continuity of care, increased efficiency and effectiveness and quality improvement of projects as the clinical history shared, electronic prescriptions, or scanning medical imaging, require necessarily the definition of processes in which a large number of different health organizations, different in their law status, and whose own interests should converge towards the ICT systems and processes of health care so that the contribution of all parties can make a whole. The success of these projects, a reality nowadays, is due largely to the management of the human factor conducted continuously since its inception.
在这项工作中，我们分析了变革管理技术的一些基本原理，以确保在卫生组织中引入信息和通信技术。管理变革旨在将组织中任何变革过程的影响引导至让相关人员持积极态度并充满热情。也就是说，本文分析了在任何变革项目中必须管理的所有因素中最重要的因素：人为因素。如果适当的变革管理是组织实施新的信息和通信技术（ICT）流程及系统的关键成功因素，那么当我们面临在不同组织之间引入新流程和互操作性系统时，专注于共同目标的个人之间的合作、领导力和积极性就绝对至关重要。加泰罗尼亚卫生系统引入新的ICT系统就是这种情况。事实上，根据该模式本身的定义，在加泰罗尼亚，护理的连续性、项目效率和效益的提高以及质量的改善，如共享临床病史、电子处方或扫描医学影像，必然需要定义相关流程，在这些流程中，大量不同的卫生组织，其法律地位不同，且自身利益应朝着卫生保健的ICT系统和流程汇聚，以便各方的贡献能够形成一个整体。如今这些项目的成功很大程度上归功于从项目启动以来持续进行的人为因素管理。
